3 habits that evidence-based leaders master

Evidence-based leadership is not about how to lead, it’s about what to lead. It’s not about how to communicate or inspire, direct or engage, evidence-based leadership is about using all this to lead the organisation to fulfil its reason for being, and do this with excellence.

Bad behaviour and organisational culture: the creativity problem

By AIM Education and Training

While many people think creativity is a trait best suited to the art studio, it's also valuable in the office. Whether you're trying to develop a unique strategy to deal with an unforeseen contingency, or creating novel work processes to improve efficiency, creativity can add value to all manner of work.

Managing creative talent is an essential leadership skill.

Managing a managerless workplace

In recent years, there has been a lot of exuberant talk about the future of work. We've been told that offices will go away, or be considerably scaled back as employees work remotely while work duties will be compartmentalised and outsourced to hyper-specialists. Mobility and freelancing will become the dominant drivers for multi-tasking, flex-ruled working arrangements and crowdsouring and outsourcing will allow people from all over the world to become involved in the global economy.

What would a managerless workplace look like?

Public sector management insights from PNG

By AIM Senior Research Fellow Dr Samantha Johnson

One ought, every day at least, to hear a little song, read a good poem, see a fine picture, and, if it were possible, to speak a few reasonable words. - Johann Wolfgang Von Goethe

Last week I worked with a group of very senior public servants from the Government of Papua New Guinea.  Working in Port Moresby at the PNG Institute of Public Administration, we spent the week discussing some of the greatest challenges that senior public servants face every day.

20 year check-up: what’s changed and what hasn’t in the Australian business landscape?

By Professor Danny Samson

Back in the 1990s, as the “recession we had to have” drew to a close, Paul Keating’s government commissioned the Karpin Taskforce to come up with ideas to improve leadership and management in the Australian economy. I was part of that project, and our many recommendations from 1995 were categorised against five major challenges. Twenty years on, looking at how Australia’s business world has risen to those challenges (or not) is illuminating.

Enterprise culture

The executive's new clothes: does your team really agree with you?

By now, we've all heard the story of the two weavers who promised to create a suit of clothes for the Emperor, a suit that is invisible to anyone who is unfit for positions of power or incredibly stupid. While his own ministers pretended they could see the garments, the tale comes to an end when a young boy yelled that the King was wearing nothing at all.

The tale holds a warning for those in positions of power; are your staff simply acquiescing to a decision or do they wholly believe in the course of action.

Let's think beyond introverted vs extroverted leaders

Are you an introvert?

Are you an extrovert?

Chances are that at some point in your career you have been told that you are one or the other, either in a conversation or through an HR assessment designed to get to the bottom of your personality. There's also no shortage of literature suggesting that the secret to great leadership all boils down to where you sit on this spectrum.

Don’t be a tool: develop your management tools through self-awareness

By AIM Senior Research Fellow Dr Samantha Johnson

‘To the person who only has a hammer, everything they encounter begins to look like a nail.’ Abraham H. Maslow

How hard is life, when you have to be good, not only at what you do, but at who you are?  

We’re all good at doing something, in life.  But are we good at being people, at being ourselves?

Hen's teeth? The management skills in high demand across Australia

Ever been told you're as rare as a hen's tooth? Well in the current workplace, that's exactly what many managers are if they can combine their soft skills with the knowledge they have of their industry or team focus.

Of course, those who aspire to "hen's tooth" status face a constant battle to keep developing their skills. Beyond the well-known areas like emotional intelligence, there are a whole range of less common skills that can help managers stand out. 


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